"We're in MeToo 2.0," said Davia Temin. "We're getting more sophisticated in terms of making accusations and investigating accusations, and we understand the need to become more sophisticated in acting on the results." — Bloomberg

What the founder of Amazon, and the richest man in the world, did was show us how the head of a public company could put it all on the line to stand up to bullies. "Courage comes first," he essentially told us, no matter what the personal or professional cost. And apparently his prestigious board agreed. — Directors & Boards

"How To Bring Down A Bully Or Extortionist - Lessons From Jeff Bezos, Nancy Pelosi And More"—

Sometimes it takes the richest man in the world to bring down a bully; sometimes, the Speaker of the House. But this is what heroes are made of. Jeff Bezos and Nancy Pelosi...are charting a roadmap for how you can challenge a bully and win. So whether it’s the current president or his tabloid-publishing buddy, or your boss, co-worker, client or relative, here are some new ideas on how to publicly vanquish a bully. — Forbes Reputation Matters

"Jeff Bezos Shows Us A Thing Or Two - 6 Ways To Face Down Crisis With Courage"—

Phoenix-like, Jeff Bezos has risen from the ashes of bad decisions to make a great one. He is showing us — individuals, CEOs, Board Members, and other leaders — how to stand up to bullying and extortion — when he has everything to lose by doing it. — Forbes Reputation Matters

"Bezos is that extraordinary, and Amazon is that extraordinary, that he can bring down a bully," said Davia Temin. "He's got the courage, and the position as the richest man in the United States, and I think his courage in standing up to the extortion is going to outweigh the details behind the extortion." — Bloomberg

"Boards and management are going to have to listen and adopt somewhat more transparency around operations and choices they have made that they never had to exhibit before," says Davia Temin. "That could be problematic on many levels, but these folks are not just taking assurances at face value. It's another stressor on governance and the corporate board." — Agenda

"Fearing future #MeToo allegations, a growing number of companies are turning to reputation management firms"—

"Sexual harassment has not been one of our biggest areas of inquiry, up until now," says Davia Temin. But with the rise of the #MeToo movement, companies are finding themselves unprepared and facing huge legal liabilities. — CNBC's Make It

"Every allegation puts a huge burden on the board to conduct a full, fair, independent investigation swiftly, and then take appropriate and fair action, depending upon the results" said Davia Temin. "But when the evidence shows that the CEO must be terminated, the pressure is extraordinary, plus all eyes — internally and externally — turn to the board, to judge how dispassionate and equitable they will be." — Directors & Boards

"At Davos they are both reflecting and setting the culture," said Davia Temin, whose crisis consultant company has tallied more than 1,000 people, mostly men, accused of harassment and other misdeeds in the last year. "They reflect the culture of leadership, and sometimes looking in the mirror helps to spur the discussion." — Bloomberg

"It used to be that a founding CEO could be excused all manner of misbehavior by his or her board, as long as it was kept quiet and the bottom line was not negatively impacted," said Davia Temin. "More recently, however, given the outsized attention to serious CEO misbehavior, boards really have little choice—they must react, and act, quickly and decisively." — Corporate Board Member

"Mostly what organizations do in these kinds of moments is duck," says Davia Temin. "They do not come forward. They do not put their CEO forward. And they do not work out of the playbook of good crisis management, probably because they don't have anything good to say." — excerpted from The Washington Post

Corporate boards have been quicker to take action in 2018, now often announcing a CEO's departure at the same time the misconduct was disclosed, said Davia Temin. "As corporate boards have seen that the MeToo movement isn't going to go away, they are beginning to realize through public pressure that misbehavior is not going to be allowed." — Bloomberg

"The Facebook Mess: The Difference Between Commissioning And Acting On Opposition Research"—

"[B]eware of the advisors you hire in a firestorm. Some politically partisan ones...can lead you down the low road -- or they won't challenge your instincts when you want to explore the nether regions," said Davia Temin. "In an effort to understand the low road, Facebook may have taken it." — Forbes Reputation Matters

"Every industry and every generation feels invulnerable as long as everything is going their way. And the behemoth that Mark Zuckerberg built has led the pack. But when a fall from grace comes, as it has come for Facebook, it shakes the world." — Forbes Reputation Matters

In the era of #MeToo, less and less silence surrounds cases of sexual harassment. Davia Temin joins Wanda Wallace on "Out of the Comfort Zone" to discuss what companies and leaders need to know in order to prevent the problem in the first place as well as how to respond to accusations whether the case can be proven or not. — Voice America

"What would have happened last year if—upon hearing of Harvey Weinstein's sexual harassment debacle and forced exit from the company he created—CBS CEO Les Moonves had decided to take a radically different path?" Davia Temin offers suggestions on how those accused of #metoo offenses, who know that they—and their organizations—are seriously at risk, might respond. — Forbes Reputation Matters.

"Just in case any of us thought that the #MeToo phenomenon was a flash in the pan, the ouster of CBS CEO Les Moonves and 60 Minutes Executive Producer Jeff Faber, the latest high-profile public figures to be felled as the movement continues, has proven otherwise." — Forbes Reputation Matters.

"There have always been "force-of-nature" CEOs," says Davia Temin. "As a society, we tend to revere them, as much for their sins as for their sainthood. But, as directors, we are plunged into a conundrum. How much leeway do we give them, and when do we need to pull in the reigns?" — Directors & Boards.

"We are so much at the tip of this iceberg. There is so much underneath the surface at this point, that there is a long way to go. And I think boards know that, I think corporate boards know that. I think that's why they're so fixed on looking at culture now and toxic culture and all the other stuff because they know what the viability is." — Quest Means Business.

"I do think there is a great pipeline for women directors – and a full pipeline for women directors that exist already," said Davia Temin. "So I think that should this law be on the books, they will find some great people to populate the director ranks." — CyberVista.

"The need for sleep: Elon Musk and the perils of working around the clock"—

While founder-driven companies typically have a sense of urgency to succeed, there is a fine line between achieving those goals and fostering an "over-stressed mania," said Davia Temin — BNN Bloomberg.

A new reports finds the #MeToo movement over the last 18 months has opened the door to allegations against 417 high-profile employees and corporate executives. And while the rate of accusations has slowed recently, the percentage of individuals fired has increased. “I think it’s settled into a new plateau, but it is certainly higher than we’ve ever had before,” said Davia Temin. — NACD Weekend Reader.

From #MeToo to lending to gunmakers, from compliance issues to cyberhacks, from questionable marketing practices to persistent gender inequality — political, economic, and social issues are all directly impacting bank operations and reputations like never before. In this article, Davia Temin shares five ways to assess your exposure. — American Banker.

Actions matter rather than words in an issue fraught with such emotion, said Davia Temin. "Anyone associated with this government action is at risk of reputational damage, serious reputational damage."" — The Wall Street Journal.

The rise of the #MeToo movement has companies hewing closely to policies on both sexual harassment and consensual relationships, especially for business leaders, said Davia Temin. "There's a new level of rigor that says if something is on the books, it needs to be upheld and not ignored." — The Wall Street Journal.

Corporate missteps can go viral fast, thanks to cellphone cameras, social media and apps and websites like Glassdoor and Blind where employees can anonymously share feedback. "It's much less easy to have secrets," said Davia Temin. "Organizations are more porous." — The Wall Street Journal.

"Uber’s Founder/CEO Got Too Much Deference From the Board, Says Former A.G."—

"It used to be that the board might either tolerate bad behavior, or publicly support a CEO while privately chastising him relentlessly. Regardless, he or she would stay," said Davia Temin. "More recently, however, given the outsized attention to serious CEO misbehavior, boards really have little choice—they must react, and act, quickly and decisively." — Chief Executive.

"At this moment, characterized by the public degradation of morals, decency and public discourse, more and more companies are becoming the adults in the room," says Davia Temin. "Starbucks, ABC, Sanofi and Merck are all doing the right things publicly — some after gaffes and some only in reaction to them." — Directors & Boards

Women board members and executives are the best assurance against a "wink-wink, nod-nod" culture, as Davia Temin puts it. Boards also need women because "some of the smartest and most thoughtful governance is being done by companies that have more women on their boards." — Robb Report's Muse

"How The Reputation Risk Of #MeToo Is Forcing Businesses To Reevaluate Their Corporate Culture" —

Real #MeToo incidents in the workplace aren't happening in a vacuum. Whether they are the most egregious examples of sexual harassment and abuse, or more subtle acts of unconscious bias, they all happen within a culture that somehow sanctions them. That is why the reputational risks of #MeToo, as well as escalating global calls for gender equity, are sparking a whole new examination of corporate and organizational culture. — Forbes Reputation Matters.

Elon Musk may have said what many frustrated chief executives dream of saying in response to financial analysts' wordy questions: You're boring. Your questions are dull. Next. But that doesn't mean they say it. Even if Musk is known for his unconventional approach, that doesn't mean he has to be that way in every circumstance, said Davia Temin. "If your personal brand is as an iconoclast, there’s a tendency to want to be seen as an iconoclast on everything, but that’s not what really works." — The Washington Post

This episode looks at how leaders can avoid the mistakes and embarrassment that could ruin their reputation, lead to their downfall and cause their employees and associates great harm. — How Do We Fix It?

"All of a sudden on both issues we’ve reached a tipping point on sentiment, with what’s happened on social media showing that the public’s mood is changing," says Davia Temin. "So the real exposure here is for boards to understand the values of their customer base and their core audience, and have their own set of values to live up to. The people who think they can just rearrange the deckchairs on the Titanic are in denial as to how serious this public reevaluation of issues is." — IR Magazine.

Boards should take a strong, diagnostic look at pay structures separately from other issues, says Davia Temin. The board needs to ask for information directly from management to better understand the magnitude of any equality, cultural or harassment issues regarding gender, including pay, and come up with a firm strategy to address them. — Agenda.

"A 15-Point Plan For Boards And CEOs To Eradicate Sexual Harassment In Their Organizations"—

As organizations wait for the next wave in the tsunami of sexual abuse charges that is rocking American business, board directors and C-suite executives are not only fixated on understanding their risk exposure, but on what they can do to get ahead of the issue. In this article, Davia Temin shares an actionable, easy-to-execute 15-point game plan for boards and executives. — Forbes Reputation Matters.

Crisis Strategist Davia Temin discussed topics ranging from global politics and instability, to corporate board and C-suite priorities and intrigue, to the crises faced by our nation's top colleges and universities and answered questions about how to lead with integrity and efficacy through whatever crisis comes your way. — Business for America.

"It used to be that a founding CEO could be excused all manner of misbehavior by his or her board, as long as it was kept quiet and the bottom line was not negatively impacted," says Davia Temin. "More recently, however, given the outsized attention to serious CEO misbehavior, boards really have little choice—they must react, and act, quickly and decisively." — Chief Executive.

Davia Temin was recognized by the National Organization of Women (NOW) at NOW-NYC's "Women of Power & Influence Awards" annual gala on June 13, 2017. The event honors exemplary women who have boldly forged their way to the top of their industries, breaking barriers along the way, and earning the title of pioneer and role model.

Davia Temin has been honored with Trust Across America-Trust Around the World's Lifetime Achievement Award and for the fifth consecutive year has been named one of 2017's "Top Thought Leaders in Trust."

"When you look closely at what triggers crises in organizations, you often see that there is a major leadership oversight or blind spot that has allowed the crisis to exist in the first place – and then grow, unrecognized, until it’s too late," says Davia Temin. "As businesses look toward the coming year, here is a deeper dive into common crisis triggers, so that management teams and boards can recognize hidden risks and danger zones within their organizations." — Forbes Reputation Matters.

Every organization needs a crisis-response plan, but those plans won’t address every situation "You need a crisis plan, but it would be a huge mistake to think you will follow it," says Davia Temin. — The Wall Street Journal's Risk & Compliance Journal.

"You Have 15 Minutes To Respond To A Crisis: A Checklist of Do's And Don'ts"—

"When a crisis hits, how you respond in the first 15 minutes can make or break your organization – and your reputation." Read Davia Temin's list for leaders of “Do’s” and “Don’ts” in the first 15 minutes of any crisis. — Forbes Reputation Matters.

Trusted advisors to leaders and their organizations, Temin and Company is a boutique management consultancy focused on reputation and crisis management; marketing and media strategy and implementation; marketing through ideas, information, expertise and intellectual capital; and leadership and communications coaching at the highest levels.

We help to create, enhance, refine and save reputations for a wide variety of clients, from global corporations and their boards and CEOs to professional and financial services firms, governments, universities, not-for-profits and selected individuals.

We seek to add extraordinary value to our clients' bottom lines; advance their business plans; further their missions; support their products and services; prepare for, address and recover from risk and crisis; raise their visibility; and strengthen their reputations.

Deeply grounded in research – and featuring a team of the smartest and most experienced multi-disciplinary professionals available – we seek to provide clients unequaled counsel, judgment, strategy, tactics, writing and real-time, tireless implementation.

Specifically, we help our clients:

reputations and trust; strategic visibility; strategic marketing plans and competitive analyses; positioning; and print, broadcast and social media presence for new and established companies, ventures and products.

the value, reputation and thought leadership of established professional and financial services firms, corporations, organizations, products and services – especially by leveraging the intellectual capital within those organizations to key audiences and media.

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